信息系统的概念与作用信息系统的概念商业的角度
信息系统是一个以信息技术为基础的企业和管理的解决方案 (solution)
重点是企业的解决方案
信息技术只是个工具而已
企业不买技术，只买解决问题的方案
信息系统是企业的一部分
业务流程的一部分
对有的公司来说，是一大部分企业组织的要素与信息系统的作用业务流程
手续，规则人与人事关系
说服力，拉关系组织结构
组织图，部门关系，
管理制度文化
行为规范，理念，认知度信息化的重点
Enable 流程创新
减化流程
新业务流程
制度化（固化）
自动化（尽量）
决策支持与知识管理
支持企业的学习能力组织的功能与信息系统销售与市场营销制造财务人力资源等等销售 规划 执行顾客服务采购财务系统供应链管理系统产品管理设计
ERP
CRM
DDS
OA
知识管理信息一体化下的制造企业销售设计计划物流 /供应链管理顾客服务执行采购库存控制市场预测 仓储管理运输管理产品供应链管理信息一体化下的服务企业顾客 销售系统 交易工具 交易管理 市场联结风险管理 结算交易单市场日报表执行报告互联网时代的趋势顾客需求的趋势 服务速度自己服务，更加个性化更多产品和类型整体性产品业务流程的趋势 服务和销售一体化顾客服务一致性,可靠灵活的制造，方便的送达流程的透明度高组织结构的趋势 外包，扁平化品牌为中心的,OEM
虚拟组织，延伸了的组织管理信息系统的作用业务流程创新的 Enabler
本质上改变企业的竞争力
成本优势
价值优势表面上的结果
管理过程化
组织扁平化
职能综合化三个管理理论的学派技术 -理性为主的
重在完成任务的精度
将任务组织成工作，工作成为生产体系行为为主的
强调企业如何适应内部和外部环境的变化认知为主的
强调如何应用专技和知识去解决问题，追求企业的学习能力技术 -理性学派的特点组织象一个机器（金字塔）
庞大，官僚
重数据收集，分析，监控功能
规划
组织
协调
决策
控制技术 -理性学派与信息技术管理重点 传统的管理活动 现带的管理活动 信息系统的贡献分析工作 时间和工序分析 流程分析 -工程 Enable 流程创新
- 整合信息系统组织管理 管理组织金字塔 收集分析信息 -工作流
- 改 PULL 为 PUSH
行为学派的特点人是企业的一部分，不只是工具组织的效率取决于组织的适应力管理活动特点
快速大量的工作
繁多而分散的信息
关系网
以语言为主要交流手段
控制议程行为学派管理与信息技术管理重点 传统的管理活动 现代的管理活动 信息系统的贡献计划 从上至下的中央计划分布式计划 计划协调组织 上级决定分工 权力下放 网络，远距离工作领导 激发 /威吓员工 支持员工挑头 网络控制 精确的微观控制 下放 分布式控制创新 中央的专门化的部门负责顾客，员工都可以创新会议软件，群件,GDSS
环境 敌对性强，边界分明战略联盟 电子商务，系统协作认知学派的特点组织是一个学习体企业的效率取决于组织根据现有的知识和环境，通过学习，作出正确的决定。
管理活动的特点
知识管理
解决问题为中心的
信息加工认知学派管理与信息技术管理重点 传统的管理活动 现代的管理活动 信息系统的贡献
Sense-making 个体管理者的学习过程群体学习过程 减少个人的褊见组织学习 知识固化在业务流程中组织收集和保存组织知识数据库 +网站知识库 财务与资产为中心的核心能力有关的知识员工的知识专门的软件管理的风格对信息系统的影响管理方式 管理重点 对信息系统的影响技术 -理性为主的 - 强调计划，组织，控制，分工，精度自动化，收集数据，
集成行为为主的 - 组织对环境的反应速度和适应用户接收度，系统互合性认识为主的 - 学习能力，知识管理能力知识管理，保持个人的知识和技能管理者的角色人事角色
领导者
共识生成者组织角色
司令员：命令，监视，控制
协调者信息角色
收集数据，整理信息，发散信息
组织的代言人决策角色
采取行动方案
解决冲突
分配资源管理角色与信息系统人事角色
领导者
共识生成者组织角色
司令员：命令，监视，控制
协调者信息角色
收集数据，整理信息，发散信息
组织的代言人决策角色
采取行动方案
解决冲突
分配资源电子通讯系统
ERP,OA
OA
DSS系统决策的水平战略决策
决定组织的长期目标，资源和政策管理决策
追求运作和资源的利用率的有效性知识决策
产生，评估，推广新的想法运营决策
日常经营决策信息化的重点业务流程创新与自动化
目前最有投资的地方
回报是每天的目标
顾客服务
STREAMLINE
反应速度
新的方式做生意大变化时代下的管理挑战大变化的时代
什么都在变,而且是突变
变的速度在加快含义
管理也要跟着变
无定势
生存下来的是适应者,不是最强者
重过程
不追求完美
但要及时
做事的尺度缩小
18个月以外的计划基本上不切实际
反应速度是非常要紧的
创新大变化时代下的信息系统反应速度快一体化
企业内部
企业之间更新快
每几年重来一次便利性小结信息系统在企业里的应用是广泛的
目前,自动化与制度化业务流程是最具回报的
自动化是对创新后的业务流程而言的信息系统应该是
企业问题的解决方案 (猫论 )
灵活易改变
帮助整合分离的业务流程
提供无与比拟的顾客便利性案例,UPS
可靠、高效的著名包裹服务商
每天 13.6百万件包裹
每天 1.8百万顾客和 7百万收件人,
1999年总销售额 $270亿美元
UPS的 IT历史,
1990,.UPS Net
1993,DIAD(Delivery Information Acquisition Device)
1995,API +tracking system
late 2000,6 OnLine Tools
2001,e-commerce,e-logistics+…
案例,UPS
What are the input,processing,and
output of UPS’s package tracking
system?
What technologies are used? How are
these technologies related to UPS’s
business strategy?
What would happen if these
technologies were not available?
案例,UPS
Input:
Package information,customer signature,pickup,
delivery and timecard data,data location(while on
route),and billing and customer clearance
document.
Processing:
Mainly,the data is transmitted to a central
computer and stored for retrieval.
Output:
Mostly the same data as the input----pickup and
delivery time,location while on route,who signed
for the package.
案例,UPS
Technologies used include handheld computers with
devices to automatically capture shipping information,
barcode scanners,telecommunications for
transmitting data,cellular phone network,and
computer.
The strategy is still the original one:”best service and
lowest rate”,Technology allows UPS and its
customers to always know where a package is.
If the technology were not available,then UPS would,
as it has through most of its history,attempt to
provide that information to its customers,but at a
high price,Note the pressure to reduce process time
and cycle time
问题
1,What are the major components of the IT
infrastructure required to do business in the 1990s?
2,What are the key enabling technologies for building
the IT infrastructure?
3,How have these technologies evolved over the past
30 years?
4,What is the difference between IT infrastructure
and IT applications?
5,How can a manager ensure that he or she is
capturing the value from investments in
information technology?
IT 能提供可持续竞争优势吗？
论点
IT 不能是竞争优势的持续源泉
那么什么是呢？
结论
可持续竞争力不取决于某一个技术或策略
可持续竞争力来源于下列能力
制定决策
迅速有效地执行这个决策
比任何竞争对手都要低很多的成本
一句话：敏捷的组织、学习的组织对 IT的意义
IT是实施企业战略的工具
组织必须具有设计、构造、应用所需的企业应用软件
IT的两个主要作用
IT 是一个建筑有效组织的平台,
In this role,IT is a source of knowledge and information,
a platform for communicating and sharing information; it
is a necessary component of the infrastructure required
to creative a flexible,adaptive org,that embodies both
tight control and flexibility.
IT是一个开发增值的战略应用软件的强有力的工具
IT application must be able to be created and deployed
quickly and must be capable of adapting to changes in
strategy and its execution,Firms must create a robust,
stable It infrastructure that serve as a platform for
developing and implementing new value-added
application quickly and less cost.
IT能提供可持续竞争优势吗？
案例,SABRE的演化
1960s,Began as inventory-management tool-
---technical change.
By mid-1970s,as control centre----- flight
resource planning,AA management change
Installed SABRE terminal in travel agencies,
As travel-industry distribution mechanism----
transform the marketing and distribution of
airline services.
Today,as electronic travel supermarket ----
SABRE Travel Information Network.
p.122
Organization design challenge
The IT design challenge parallels
the organization design challenge
The organization challenge
What
activities
we
should
keep
inside?
IT and External Industry
ParticipantTransaction Contract Partnership
Basis of
Interaction
Discrete exchange of
goals,services and
payments(simple
buyer/Seller exchange)
Prior agreement governs
exchange(e.g,Service
contract,lease,purchase
agreement)
Shared goals and
processes for
achieving them (eg,
Collaborative product
development)
Duration of
interaction
Immediate Usually short term,
defined by contract
Usually long term;
defined by
relationship
Level of business
intergration
Low Low?Moderate High
Coordination
and control
Supply and demand
(market)
Terms of contract
define procedures,
monitoring,and
reporting
Interorganizational
structure,processes,
and systems,mutual
adjustment
Information
flow
Primarily on way;
limited in scope and
amount; low level of
customization
One or two-way;
scope and amount are
usually defined in the
contract
Two
way(interactive);extensiv
e exchange ot rich,
detailed inf.;dynamically
changing; customizable
What is the difference between IT
Infrastructure and IT Application?
Session 2,Winning
Competitive Advantages with
IT
1,Case Study,UPS,Sina,Internet
trading
2,Discussion,Reconceptualising IT
3,The key applications in business
4,Strategic Information systems
5,Summary of how IT can be used to
implement Competitive Advantages
1950s,TECHNICAL CHANGES
60s-70s,MANAGERIAL CONTROL
80s-90s,INSTITUTIONAL CORE ACTIVITIES
GROWING IMPORTANCE
Information as Strategic Resource
CHANGING CONCEPTS OF INFORMATION SYSTEMS
TIME
PERIOD
CONCEPTION OF
INFORMATION INFORMATIONSYSTEM PURPOSE
1950-1960 BUREAUCRATIC
REQUIREMENT
ELECTRONIC SPEED ACCOUNTING &
ACCOUNTING
MACHINE
PAPER PROCESSING
1960s-1970s GENERAL
PURPOSE SUPPORT MIS
SPEED GENERAL
REPORTING
REQUIREMENTS
1970s-1980s CUSTOMIZED
MANAGEMENT
SUPPORT
DSS - ESS IMPROVE,CUSTOMIZEDECISION MAKING
1985-2000 STRATEGIC RESOURCE STRATEGIC
SYSTEM
PROMOTE SURVIVAL
ANDCOMPETITIVE ADVANTAGE PROSPERITY OF
ORGANIZATIONBUSINESS FOUNDATION
STRATEGIC ROLE OF INFORMATION SYSTEMS
STRATEGIC INFO SYSTEM:
CAN CHANGE GOALS,OPERATIONS
PRODUCTS,SERVICES
ENVIRONMENT
TO GAIN COMPETITIVE ADVANTAGE
Competitive Advantages with IT
1,Case Study,UPS,Sina,Internet
trading
2,Discussion,Reconceptualising IT
3,The key applications in business
4,Strategic Information systems
5,Summary of how IT can be used to
implement Competitive Advantages
Porter’s Five Forces Model
THE FIRM TRADITIONAL COMPETITION
NEW
MARKET
ENTRANTS
SUPPLIERS CUSTOMERS
SUBSTITUTE
PRODUCTS
& SERVICES
Method to Gain Competitive Advantage
Barriers to entry keep out potential competitors
and substitutes
Ties to suppliers can cut costs,improve
quality,and lock out competitors
Control over distribution provides stronger
markets and keeps out competitors
Building ties to customers builds loyalty,improves
products and increases margins
Creating switching costs keeps customers loyal
BUSINESS LEVELS STRATEGY AND INFORMATION TECHNOLOGY
STRATEGIES MODELS IT TECHNOLOGIES
INDUSTRY COOPERATION vs
COMPETITION
COMPETITIVE FORCES
MODEL
ELECTRONIC TRANSACTIONS
LICENSING NETWORK ECONOMIES
COMMUNICATIONS NETWORKS
STANDARDS
INTERORGANIZATIONAL SYSTEMS
INFORMATION PARTNERSHIPS
FIRM SYNERGY CORE COMPETENCY KNOWLEDGE SYSTEMS
CORE COMPETENCIES ORGANIZATIONAL SYSTEMS
BUSINESS LOW COST VALUE CHAIN ANALYSIS DATAMINING
DIFFERENTIATION IT-BASED PRODUCTS / SERVICES
SCOPE INTERORGANIZATIONAL SYSTEMS
SUPPLY CHAIN MANAGEMENT
EFFICIENT CUSTOMER RESPONSE
BUSINESS LEVELS STRATEGY AND
INFORMATION TECHNOLOGY
VALUE CHAIN ANALYSIS
Highlights Activities that add Margin of
Value to Product or Service
DATAMINING
Analysis of Data to Find Patterns & Rules
to Guide Decision Making
Value Chain Model
Administration and Management
Human Resource
Technology
Procurement
Support
Activities
Inbound
Logistic
Operations OutboundLogistic Sales and
Marketing Service Primary Activities
Materials
Handling
Delivery
Manufacturing
Parts assembly
Order processing
Shipping
Advertising
Promotion
Service
Repair
How Technology Support Value Activities？
Value Activity Use of Technology
Inbound logistics Just-in-Time Inventory
Operations Process Control Systems
Outbound logistics On-lines to the order-entry
systems of suppliers
Marketing and Sales Laptops for direct Sales
After-sale service Electronic dispatch of
technical support
How Technology Support
Secondary Activities？
Secondary Activity Use of Technology
Management
Communication
Electronic mail
Human resource Online access to personnel
files with a skill database
Technology Computer-aided design and
manufacturing
Procurement Online access to suppliers’
Inventory files
Firm-level Strategy and Information
Technology
(1) Optimum Operations
Synergies:
When outputs of some units can be used as inputs to
other unites,then unique non-market relationships
can lower costs and generate profits.
How Can IT be used strategically here?
To tie together the operations of disparate business
units so that they can act as a whole.
订单发运应收款 总帐物料单计划制造库存管理应付款采购成本
MRPMCUSM
MOMM
INVM
GLSM
PURM
APSM
PRCM
ARSM
SHPM
MRPII(Manufacturing Resource Planning)
BILM
价格手册定制产品材料分析 批号跟踪管理报告合格供应商车间管理
Core Competencies
An activity at which a firm is a world-class leader,
may include being the world’s best fiber-optic
manufacturer,the best miniature parts designer,
the best package delivery service,or the best
thin film manufacturer,----rely on knowledge.
How can IT be used to advance or create
core competencies?
Knowledge Management Systems encourage the
sharing of knowledge across business.
(2) Enhancing Core Competencies
By altering the product development
cycle or by increasing the speed of
distribution.
By development new business by use of
new IT,e.g,Videoconferencing vs,
hotel business.
Industry-level Strategy and Information
Technology
(1) Change the nature of products and services
In a network,the marginal cost of adding
another participant are about zero,whereas
the marginal gain is much larger,The larger
the number of subscribers in a telephone
system,or the Internet,the greater the value
to all participants.
Change the market,eg.ATMs,Point-of-Sale
system.
(2) Network Economics
Competition Force Model
THE FIRM TRADITIONAL
COMPETITION
NEW MARKET
ENTRANTS
SUPPLIERS CUSTOMERS
SUBSTITUTE
PRODUCTS &
SERVICES
Summary of how information technology can
be used to implement competitive strategies
Approach 1,Lower costs
1,Use IT TO substantially
reduce the cost of business
processes
2,Use IT to lower the costs of
customers or suppliers.
4.15
THE
FIRM
TRADITIONAL
COMPETITION
NEW
MARKET
ENTRANTS
SUPPLIERS CUSTOMERS
SUBSTITUTE
PRODUCTS &
SERVICES
通讯支持
(COMMUNICATIONS
SUPPORT)
配销中心供应商供应商支付
WAL-MAT总部财务
(FINANCING)
卫星通讯零售商店
POS数据
(Point-of-sale data)
组织学习
(Organizational
Learning)
视讯联接
（ VIDEO LINK）
POS数据
(Point-of-sale data)
WAL-MAT供应链 Partner
Wall-Mart沃尔 -马特是近 20年来美国发展最快的零售商。 70
年代公司年销售额只有 4000万美元。
1995年销售额已达 936亿美元，列美国最大企业排名第四位。 2000年市值 2567亿美元，列世界第 7位。至尽，公司已拥有
2133商店,469家山姆会员商店和 248家购物广场，遍布美国、墨西哥、加拿大、
巴西、阿根廷、南非、印尼、中国等地。
Wall-Mart沃尔 -马特：成功之道：在于理念和手段理念：创始人沃尔顿先生倡导的尽量降低经营成本，实行低价销售。
宗旨：帮顾客节省每一分钱。
口号：天天平价，始终如一。
1995年经营成本占销售额的 15.8%（世界上大多数零售商的经营成本在 40%以上）
手段：拥有世界上最大的私有卫星系统，与
3800家供货商实现计算机联网。总部的计算机系统与 16个发货中心以及 1000多家商店连接，
做到即时销售，大大压缩产品时间成本，减少库存风险，加速资金周转。
Approach 2,
Differentiate
1,Develop new IT features
to differentiate products
and services
2,Use IT features to focus
products and services at
selected market niches.
Approach 3,Innovate
1,Create new products and
service that include IT
components
2,Make radical changes to
business processes with
IT
3,Develop unique new
markets or market niches
with the help of IT
应用案例 —— 戴尔计算机公司,
直销与个性化服务的典范向企业销售,5,000家美国公司服务的,首页,计划。
当戴尔公司赢得一家有 400百人以上的企业客户时，它就为那家客户建立首页。首页只不过是一套比较小的网页，常常同客户的内联网联接 (销售和租赁），让获准的雇员在线配置个人计算机、付款、跟踪交付的情况 —— 每天约有 500万元的戴尔个人计算机以这种方式定货。首页让客户能即刻得到技术支持（再也不用在电话里等待！），与销售人员联系。
向个人销售,网上订购、网上跟踪、网上支付
Approach 4,
Promote Growth
1,Use IT to manage
regional and global
business expansion
2,Use IT to diversify
and integrated into
other products and
service
Approach 5,Develop
Alliance
1,Use IT to create virtual
organizations of business
partners (information
partner)
2,Develop interorganizational
information systems that
create strategic business
relationships with customers,
suppliers,subcontractors,
and others
如 Amazon的网站上，购书客户在填写订单的最后，选择几种运输方式。 Amazon通过网络直接将运输业务转移给不同的运输的公司，同时为客户返回一个运输号。客户能够在任何时间登录到指定的运输公司网站，
根据运输号，查询自己的书的运输状态。最终取得低成本的优势。
客户在 Cisco公司的网上下订单以后,Cisco同时在后台连接到 Fedex公司的信息系统，把运输的指令发给
Fedex,Fedex则根据这些指令及时将客户的订购产品送货上门。 Cisco公司在 Fedex那里获得每个运输物品的编号，将其返回给客户。客户可以随时登录到 Cisco
的网站，在查询订单信息的同时，能看到自己订购的物品的当前运输状态。而这些运输状态信息则是 Fedex
通过网络直接及时地更新 Cisco网站的数据库来实现的。
案例
Approach 6,Improve Quality and Efficiency
1,Use IT of to dramatically improve the quality of
products and service
2,Use IT to make continuous improvements to the
efficiency of business process
3,Use IT to substantially shorten the time needed
to develop,produce,and deliver products and
service
Approach 7,Build an IT
Platform
1,Leverage investment in
IT people,hardware,
software,and networks
from operational uses
into strategy applications.
2,Build a strategic
information base of
internal and external data
collected and analyzed by
IT
Approach 8,Other
Strategy
1,Use inter-organizational
information systems to
create switching costs that
lock in customers and
suppliers
2,Use investment in IT to
build barriers to entry
against industry outsiders
3,Use IT components to
make substitution of
competing products
unattractive
信息系统是一个以信息技术为基础的企业和管理的解决方案 (solution)
重点是企业的解决方案
信息技术只是个工具而已
企业不买技术，只买解决问题的方案
信息系统是企业的一部分
业务流程的一部分
对有的公司来说，是一大部分企业组织的要素与信息系统的作用业务流程
手续，规则人与人事关系
说服力，拉关系组织结构
组织图，部门关系，
管理制度文化
行为规范，理念，认知度信息化的重点
Enable 流程创新
减化流程
新业务流程
制度化（固化）
自动化（尽量）
决策支持与知识管理
支持企业的学习能力组织的功能与信息系统销售与市场营销制造财务人力资源等等销售 规划 执行顾客服务采购财务系统供应链管理系统产品管理设计
ERP
CRM
DDS
OA
知识管理信息一体化下的制造企业销售设计计划物流 /供应链管理顾客服务执行采购库存控制市场预测 仓储管理运输管理产品供应链管理信息一体化下的服务企业顾客 销售系统 交易工具 交易管理 市场联结风险管理 结算交易单市场日报表执行报告互联网时代的趋势顾客需求的趋势 服务速度自己服务，更加个性化更多产品和类型整体性产品业务流程的趋势 服务和销售一体化顾客服务一致性,可靠灵活的制造，方便的送达流程的透明度高组织结构的趋势 外包，扁平化品牌为中心的,OEM
虚拟组织，延伸了的组织管理信息系统的作用业务流程创新的 Enabler
本质上改变企业的竞争力
成本优势
价值优势表面上的结果
管理过程化
组织扁平化
职能综合化三个管理理论的学派技术 -理性为主的
重在完成任务的精度
将任务组织成工作，工作成为生产体系行为为主的
强调企业如何适应内部和外部环境的变化认知为主的
强调如何应用专技和知识去解决问题，追求企业的学习能力技术 -理性学派的特点组织象一个机器（金字塔）
庞大，官僚
重数据收集，分析，监控功能
规划
组织
协调
决策
控制技术 -理性学派与信息技术管理重点 传统的管理活动 现带的管理活动 信息系统的贡献分析工作 时间和工序分析 流程分析 -工程 Enable 流程创新
- 整合信息系统组织管理 管理组织金字塔 收集分析信息 -工作流
- 改 PULL 为 PUSH
行为学派的特点人是企业的一部分，不只是工具组织的效率取决于组织的适应力管理活动特点
快速大量的工作
繁多而分散的信息
关系网
以语言为主要交流手段
控制议程行为学派管理与信息技术管理重点 传统的管理活动 现代的管理活动 信息系统的贡献计划 从上至下的中央计划分布式计划 计划协调组织 上级决定分工 权力下放 网络，远距离工作领导 激发 /威吓员工 支持员工挑头 网络控制 精确的微观控制 下放 分布式控制创新 中央的专门化的部门负责顾客，员工都可以创新会议软件，群件,GDSS
环境 敌对性强，边界分明战略联盟 电子商务，系统协作认知学派的特点组织是一个学习体企业的效率取决于组织根据现有的知识和环境，通过学习，作出正确的决定。
管理活动的特点
知识管理
解决问题为中心的
信息加工认知学派管理与信息技术管理重点 传统的管理活动 现代的管理活动 信息系统的贡献
Sense-making 个体管理者的学习过程群体学习过程 减少个人的褊见组织学习 知识固化在业务流程中组织收集和保存组织知识数据库 +网站知识库 财务与资产为中心的核心能力有关的知识员工的知识专门的软件管理的风格对信息系统的影响管理方式 管理重点 对信息系统的影响技术 -理性为主的 - 强调计划，组织，控制，分工，精度自动化，收集数据，
集成行为为主的 - 组织对环境的反应速度和适应用户接收度，系统互合性认识为主的 - 学习能力，知识管理能力知识管理，保持个人的知识和技能管理者的角色人事角色
领导者
共识生成者组织角色
司令员：命令，监视，控制
协调者信息角色
收集数据，整理信息，发散信息
组织的代言人决策角色
采取行动方案
解决冲突
分配资源管理角色与信息系统人事角色
领导者
共识生成者组织角色
司令员：命令，监视，控制
协调者信息角色
收集数据，整理信息，发散信息
组织的代言人决策角色
采取行动方案
解决冲突
分配资源电子通讯系统
ERP,OA
OA
DSS系统决策的水平战略决策
决定组织的长期目标，资源和政策管理决策
追求运作和资源的利用率的有效性知识决策
产生，评估，推广新的想法运营决策
日常经营决策信息化的重点业务流程创新与自动化
目前最有投资的地方
回报是每天的目标
顾客服务
STREAMLINE
反应速度
新的方式做生意大变化时代下的管理挑战大变化的时代
什么都在变,而且是突变
变的速度在加快含义
管理也要跟着变
无定势
生存下来的是适应者,不是最强者
重过程
不追求完美
但要及时
做事的尺度缩小
18个月以外的计划基本上不切实际
反应速度是非常要紧的
创新大变化时代下的信息系统反应速度快一体化
企业内部
企业之间更新快
每几年重来一次便利性小结信息系统在企业里的应用是广泛的
目前,自动化与制度化业务流程是最具回报的
自动化是对创新后的业务流程而言的信息系统应该是
企业问题的解决方案 (猫论 )
灵活易改变
帮助整合分离的业务流程
提供无与比拟的顾客便利性案例,UPS
可靠、高效的著名包裹服务商
每天 13.6百万件包裹
每天 1.8百万顾客和 7百万收件人,
1999年总销售额 $270亿美元
UPS的 IT历史,
1990,.UPS Net
1993,DIAD(Delivery Information Acquisition Device)
1995,API +tracking system
late 2000,6 OnLine Tools
2001,e-commerce,e-logistics+…
案例,UPS
What are the input,processing,and
output of UPS’s package tracking
system?
What technologies are used? How are
these technologies related to UPS’s
business strategy?
What would happen if these
technologies were not available?
案例,UPS
Input:
Package information,customer signature,pickup,
delivery and timecard data,data location(while on
route),and billing and customer clearance
document.
Processing:
Mainly,the data is transmitted to a central
computer and stored for retrieval.
Output:
Mostly the same data as the input----pickup and
delivery time,location while on route,who signed
for the package.
案例,UPS
Technologies used include handheld computers with
devices to automatically capture shipping information,
barcode scanners,telecommunications for
transmitting data,cellular phone network,and
computer.
The strategy is still the original one:”best service and
lowest rate”,Technology allows UPS and its
customers to always know where a package is.
If the technology were not available,then UPS would,
as it has through most of its history,attempt to
provide that information to its customers,but at a
high price,Note the pressure to reduce process time
and cycle time
问题
1,What are the major components of the IT
infrastructure required to do business in the 1990s?
2,What are the key enabling technologies for building
the IT infrastructure?
3,How have these technologies evolved over the past
30 years?
4,What is the difference between IT infrastructure
and IT applications?
5,How can a manager ensure that he or she is
capturing the value from investments in
information technology?
IT 能提供可持续竞争优势吗？
论点
IT 不能是竞争优势的持续源泉
那么什么是呢？
结论
可持续竞争力不取决于某一个技术或策略
可持续竞争力来源于下列能力
制定决策
迅速有效地执行这个决策
比任何竞争对手都要低很多的成本
一句话：敏捷的组织、学习的组织对 IT的意义
IT是实施企业战略的工具
组织必须具有设计、构造、应用所需的企业应用软件
IT的两个主要作用
IT 是一个建筑有效组织的平台,
In this role,IT is a source of knowledge and information,
a platform for communicating and sharing information; it
is a necessary component of the infrastructure required
to creative a flexible,adaptive org,that embodies both
tight control and flexibility.
IT是一个开发增值的战略应用软件的强有力的工具
IT application must be able to be created and deployed
quickly and must be capable of adapting to changes in
strategy and its execution,Firms must create a robust,
stable It infrastructure that serve as a platform for
developing and implementing new value-added
application quickly and less cost.
IT能提供可持续竞争优势吗？
案例,SABRE的演化
1960s,Began as inventory-management tool-
---technical change.
By mid-1970s,as control centre----- flight
resource planning,AA management change
Installed SABRE terminal in travel agencies,
As travel-industry distribution mechanism----
transform the marketing and distribution of
airline services.
Today,as electronic travel supermarket ----
SABRE Travel Information Network.
p.122
Organization design challenge
The IT design challenge parallels
the organization design challenge
The organization challenge
What
activities
we
should
keep
inside?
IT and External Industry
ParticipantTransaction Contract Partnership
Basis of
Interaction
Discrete exchange of
goals,services and
payments(simple
buyer/Seller exchange)
Prior agreement governs
exchange(e.g,Service
contract,lease,purchase
agreement)
Shared goals and
processes for
achieving them (eg,
Collaborative product
development)
Duration of
interaction
Immediate Usually short term,
defined by contract
Usually long term;
defined by
relationship
Level of business
intergration
Low Low?Moderate High
Coordination
and control
Supply and demand
(market)
Terms of contract
define procedures,
monitoring,and
reporting
Interorganizational
structure,processes,
and systems,mutual
adjustment
Information
flow
Primarily on way;
limited in scope and
amount; low level of
customization
One or two-way;
scope and amount are
usually defined in the
contract
Two
way(interactive);extensiv
e exchange ot rich,
detailed inf.;dynamically
changing; customizable
What is the difference between IT
Infrastructure and IT Application?
Session 2,Winning
Competitive Advantages with
IT
1,Case Study,UPS,Sina,Internet
trading
2,Discussion,Reconceptualising IT
3,The key applications in business
4,Strategic Information systems
5,Summary of how IT can be used to
implement Competitive Advantages
1950s,TECHNICAL CHANGES
60s-70s,MANAGERIAL CONTROL
80s-90s,INSTITUTIONAL CORE ACTIVITIES
GROWING IMPORTANCE
Information as Strategic Resource
CHANGING CONCEPTS OF INFORMATION SYSTEMS
TIME
PERIOD
CONCEPTION OF
INFORMATION INFORMATIONSYSTEM PURPOSE
1950-1960 BUREAUCRATIC
REQUIREMENT
ELECTRONIC SPEED ACCOUNTING &
ACCOUNTING
MACHINE
PAPER PROCESSING
1960s-1970s GENERAL
PURPOSE SUPPORT MIS
SPEED GENERAL
REPORTING
REQUIREMENTS
1970s-1980s CUSTOMIZED
MANAGEMENT
SUPPORT
DSS - ESS IMPROVE,CUSTOMIZEDECISION MAKING
1985-2000 STRATEGIC RESOURCE STRATEGIC
SYSTEM
PROMOTE SURVIVAL
ANDCOMPETITIVE ADVANTAGE PROSPERITY OF
ORGANIZATIONBUSINESS FOUNDATION
STRATEGIC ROLE OF INFORMATION SYSTEMS
STRATEGIC INFO SYSTEM:
CAN CHANGE GOALS,OPERATIONS
PRODUCTS,SERVICES
ENVIRONMENT
TO GAIN COMPETITIVE ADVANTAGE
Competitive Advantages with IT
1,Case Study,UPS,Sina,Internet
trading
2,Discussion,Reconceptualising IT
3,The key applications in business
4,Strategic Information systems
5,Summary of how IT can be used to
implement Competitive Advantages
Porter’s Five Forces Model
THE FIRM TRADITIONAL COMPETITION
NEW
MARKET
ENTRANTS
SUPPLIERS CUSTOMERS
SUBSTITUTE
PRODUCTS
& SERVICES
Method to Gain Competitive Advantage
Barriers to entry keep out potential competitors
and substitutes
Ties to suppliers can cut costs,improve
quality,and lock out competitors
Control over distribution provides stronger
markets and keeps out competitors
Building ties to customers builds loyalty,improves
products and increases margins
Creating switching costs keeps customers loyal
BUSINESS LEVELS STRATEGY AND INFORMATION TECHNOLOGY
STRATEGIES MODELS IT TECHNOLOGIES
INDUSTRY COOPERATION vs
COMPETITION
COMPETITIVE FORCES
MODEL
ELECTRONIC TRANSACTIONS
LICENSING NETWORK ECONOMIES
COMMUNICATIONS NETWORKS
STANDARDS
INTERORGANIZATIONAL SYSTEMS
INFORMATION PARTNERSHIPS
FIRM SYNERGY CORE COMPETENCY KNOWLEDGE SYSTEMS
CORE COMPETENCIES ORGANIZATIONAL SYSTEMS
BUSINESS LOW COST VALUE CHAIN ANALYSIS DATAMINING
DIFFERENTIATION IT-BASED PRODUCTS / SERVICES
SCOPE INTERORGANIZATIONAL SYSTEMS
SUPPLY CHAIN MANAGEMENT
EFFICIENT CUSTOMER RESPONSE
BUSINESS LEVELS STRATEGY AND
INFORMATION TECHNOLOGY
VALUE CHAIN ANALYSIS
Highlights Activities that add Margin of
Value to Product or Service
DATAMINING
Analysis of Data to Find Patterns & Rules
to Guide Decision Making
Value Chain Model
Administration and Management
Human Resource
Technology
Procurement
Support
Activities
Inbound
Logistic
Operations OutboundLogistic Sales and
Marketing Service Primary Activities
Materials
Handling
Delivery
Manufacturing
Parts assembly
Order processing
Shipping
Advertising
Promotion
Service
Repair
How Technology Support Value Activities？
Value Activity Use of Technology
Inbound logistics Just-in-Time Inventory
Operations Process Control Systems
Outbound logistics On-lines to the order-entry
systems of suppliers
Marketing and Sales Laptops for direct Sales
After-sale service Electronic dispatch of
technical support
How Technology Support
Secondary Activities？
Secondary Activity Use of Technology
Management
Communication
Electronic mail
Human resource Online access to personnel
files with a skill database
Technology Computer-aided design and
manufacturing
Procurement Online access to suppliers’
Inventory files
Firm-level Strategy and Information
Technology
(1) Optimum Operations
Synergies:
When outputs of some units can be used as inputs to
other unites,then unique non-market relationships
can lower costs and generate profits.
How Can IT be used strategically here?
To tie together the operations of disparate business
units so that they can act as a whole.
订单发运应收款 总帐物料单计划制造库存管理应付款采购成本
MRPMCUSM
MOMM
INVM
GLSM
PURM
APSM
PRCM
ARSM
SHPM
MRPII(Manufacturing Resource Planning)
BILM
价格手册定制产品材料分析 批号跟踪管理报告合格供应商车间管理
Core Competencies
An activity at which a firm is a world-class leader,
may include being the world’s best fiber-optic
manufacturer,the best miniature parts designer,
the best package delivery service,or the best
thin film manufacturer,----rely on knowledge.
How can IT be used to advance or create
core competencies?
Knowledge Management Systems encourage the
sharing of knowledge across business.
(2) Enhancing Core Competencies
By altering the product development
cycle or by increasing the speed of
distribution.
By development new business by use of
new IT,e.g,Videoconferencing vs,
hotel business.
Industry-level Strategy and Information
Technology
(1) Change the nature of products and services
In a network,the marginal cost of adding
another participant are about zero,whereas
the marginal gain is much larger,The larger
the number of subscribers in a telephone
system,or the Internet,the greater the value
to all participants.
Change the market,eg.ATMs,Point-of-Sale
system.
(2) Network Economics
Competition Force Model
THE FIRM TRADITIONAL
COMPETITION
NEW MARKET
ENTRANTS
SUPPLIERS CUSTOMERS
SUBSTITUTE
PRODUCTS &
SERVICES
Summary of how information technology can
be used to implement competitive strategies
Approach 1,Lower costs
1,Use IT TO substantially
reduce the cost of business
processes
2,Use IT to lower the costs of
customers or suppliers.
4.15
THE
FIRM
TRADITIONAL
COMPETITION
NEW
MARKET
ENTRANTS
SUPPLIERS CUSTOMERS
SUBSTITUTE
PRODUCTS &
SERVICES
通讯支持
(COMMUNICATIONS
SUPPORT)
配销中心供应商供应商支付
WAL-MAT总部财务
(FINANCING)
卫星通讯零售商店
POS数据
(Point-of-sale data)
组织学习
(Organizational
Learning)
视讯联接
（ VIDEO LINK）
POS数据
(Point-of-sale data)
WAL-MAT供应链 Partner
Wall-Mart沃尔 -马特是近 20年来美国发展最快的零售商。 70
年代公司年销售额只有 4000万美元。
1995年销售额已达 936亿美元，列美国最大企业排名第四位。 2000年市值 2567亿美元，列世界第 7位。至尽，公司已拥有
2133商店,469家山姆会员商店和 248家购物广场，遍布美国、墨西哥、加拿大、
巴西、阿根廷、南非、印尼、中国等地。
Wall-Mart沃尔 -马特：成功之道：在于理念和手段理念：创始人沃尔顿先生倡导的尽量降低经营成本，实行低价销售。
宗旨：帮顾客节省每一分钱。
口号：天天平价，始终如一。
1995年经营成本占销售额的 15.8%（世界上大多数零售商的经营成本在 40%以上）
手段：拥有世界上最大的私有卫星系统，与
3800家供货商实现计算机联网。总部的计算机系统与 16个发货中心以及 1000多家商店连接，
做到即时销售，大大压缩产品时间成本，减少库存风险，加速资金周转。
Approach 2,
Differentiate
1,Develop new IT features
to differentiate products
and services
2,Use IT features to focus
products and services at
selected market niches.
Approach 3,Innovate
1,Create new products and
service that include IT
components
2,Make radical changes to
business processes with
IT
3,Develop unique new
markets or market niches
with the help of IT
应用案例 —— 戴尔计算机公司,
直销与个性化服务的典范向企业销售,5,000家美国公司服务的,首页,计划。
当戴尔公司赢得一家有 400百人以上的企业客户时，它就为那家客户建立首页。首页只不过是一套比较小的网页，常常同客户的内联网联接 (销售和租赁），让获准的雇员在线配置个人计算机、付款、跟踪交付的情况 —— 每天约有 500万元的戴尔个人计算机以这种方式定货。首页让客户能即刻得到技术支持（再也不用在电话里等待！），与销售人员联系。
向个人销售,网上订购、网上跟踪、网上支付
Approach 4,
Promote Growth
1,Use IT to manage
regional and global
business expansion
2,Use IT to diversify
and integrated into
other products and
service
Approach 5,Develop
Alliance
1,Use IT to create virtual
organizations of business
partners (information
partner)
2,Develop interorganizational
information systems that
create strategic business
relationships with customers,
suppliers,subcontractors,
and others
如 Amazon的网站上，购书客户在填写订单的最后，选择几种运输方式。 Amazon通过网络直接将运输业务转移给不同的运输的公司，同时为客户返回一个运输号。客户能够在任何时间登录到指定的运输公司网站，
根据运输号，查询自己的书的运输状态。最终取得低成本的优势。
客户在 Cisco公司的网上下订单以后,Cisco同时在后台连接到 Fedex公司的信息系统，把运输的指令发给
Fedex,Fedex则根据这些指令及时将客户的订购产品送货上门。 Cisco公司在 Fedex那里获得每个运输物品的编号，将其返回给客户。客户可以随时登录到 Cisco
的网站，在查询订单信息的同时，能看到自己订购的物品的当前运输状态。而这些运输状态信息则是 Fedex
通过网络直接及时地更新 Cisco网站的数据库来实现的。
案例
Approach 6,Improve Quality and Efficiency
1,Use IT of to dramatically improve the quality of
products and service
2,Use IT to make continuous improvements to the
efficiency of business process
3,Use IT to substantially shorten the time needed
to develop,produce,and deliver products and
service
Approach 7,Build an IT
Platform
1,Leverage investment in
IT people,hardware,
software,and networks
from operational uses
into strategy applications.
2,Build a strategic
information base of
internal and external data
collected and analyzed by
IT
Approach 8,Other
Strategy
1,Use inter-organizational
information systems to
create switching costs that
lock in customers and
suppliers
2,Use investment in IT to
build barriers to entry
against industry outsiders
3,Use IT components to
make substitution of
competing products
unattractive
